Remuneration and Discipline of Employees in Private Universities in Uganda
DOI:
https://doi.org/10.14738/assrj.71.7350Abstract
The study analyzed the relationship between remuneration and discipline of employees in private universities in Uganda. It involved 385 respondents from seven private chartered and accredited universities. Data was collected using a self-administered questionnaire whose validity and reliability was confirmed through Factor Analysis and Cronbach Alpha test. Descriptive analysis involved the use of means, while Pearson Linear Correlation Coefficient was used to test the hypothesis. The results revealed that remuneration was a positive significant determinant of discipline of employees. In conclusion remuneration was an important element in that it influenced the discipline of employees in private universities. It was recommended that managers of Organisations such as private universities should put emphasis on their remuneration strategies which will influence the discipline of their employees and thus their rentation.
References
Amin,M.E.(2005). Social science Research: Conception, Methodology and Analysis. Kampala,Uganda: Makerere
Syversion, C. (2011). What determines productivity? Journal of Economic literature, 49(2)
Blanchflower, D., & Oswald, A. (2000). The rising well-being ofthe young, in Youth Employment and Joblessness in Advanced Countries, edited by Blanchflower, D., & FreemanR, Chicago: The University of Chicago Press. Pp. 289-328.
Biswanath, G. (2000). Human Resources Development and Management, Vikas Publishing House Pvt Ltd, Mumbai.
Al-Hussami, M. (2008). A study of nurses‟ job satisfaction:The relationship to organizational commitment, perceived organizational support, transactional leadership, transformational leadership and level of education, European Journal of Scientific Research, Vol. 22, No2: 286-285. nd
Armstrong, M. (1993).A Handbook of ManagementTechniques, 2 Ed., Kogan Page Ltd edition London: Kogan Page Limited.
Armstrong, M. (2003).Strategic human resources management: A guide to action, UK: Kogan-Page.
Bratoon, J., & Jeffrey, G. (1988). Human Resource Management, Theory and Practice (2nd edn) - Bath Press Avon.
Deeprose, D. (2014). How to recognize and reward employees. New York: AMACOM
Dessler, G. (2003). Human Resource Management, Prentice Hall of India Private Limited, New Delhi, India.
Dessler, G. (1995). Managing organisations in an Era of change, the Dryden Press, Forth Worth.
Fowers, B. J. (2008). From Continence to Virtue: RecoveringGoodness, Character Unity, and Character Types for Positive Psychology.Theory & Psychology, 18(5), 629-653.
Gibson, J.L., Ivancevich, J.M., Donnelly, J.H., & Konapaske, R.(2009). Organisations Behavior, Structure, Processes, McGraw –Hill Irwin, New York.
Gray, T. (1999). Analyzing management practices, prentice Hall.
Hafidulloh, A. (2008) .Effect of Salary, Work Facilities and Work Relationship to Increase Employee Discipline: A Study on Pondok Pesantren Sunan Bonang Surabaya. International Journal of Business and Commerce, 6, (01), 1-8.
Hasibuan, M.S.P. (2010). Manajemen Sumber Daya Manusia, PT. BumiAksara th
Hersey, P.,& Blanchard, K.H. (1993). Management of OrganizationalBehaviour (6 ed.) Englewood Cliff, N.J. Prentice Hall.
Howe, S. (1995). Essential Elements of Human ResourcesManagement, DP Publications Ltd.
Ivancevich, J. M. (2007).Human Resource Management, 10th ed. Boston: McGraw-Hill Irwin. th
John, G. (1996).Organisational behaviour: Understanding and Managing life at work,4 Ed., Harper Collins College Publishers, New York.
Kothari,C.R.(2004).ResearchMethodology.MethodsandTechniques.NewAgeInternational (p), India.
Krejcie, R. V., & Morgan, D.W. (1970). “Determining sample size for researchactivities’’ (Educational & Psychological measurement, No: 30, pp.607-610).
Kuvaas, B. (2006). Performance appraisal satisfaction and employee outcomes: Mediating and moderating roles of work motivation.The International Journal of Human Resource Management, 17(3), 504-522.
Malik, N. (2011). Study of Job satisfaction factors of faculty members at University of Baluchestan. International Journalof Academic Research, 3(1), 267-272.
Maicibi, A. (2007). Human Resource Management Success, Makerere University Printery, Kampala, Uganda.
Malhotra, N., Budhwar, P., & Prowse, P. (2007). Linking Rewards to Commitment: An Empirical Investigation of Four UK Call Centres. International Journal of Human Resource Management, 18, 12, 2095–2128
Mamdani, F.K &Minhaj, S. (2016). Effects of motivational incentives on employees’ performance: A case study of banks of Karachi, Pakistan.South East Asia Journal of Contemporary Business, Economics and Law, 9, (2), 32-39.
Martineau, T., Lehman, U., Matwa, P., Kathyola, J., & Storey, K. (2006) Factors affecting retention of different groups of rural health workers in Malawi and Eastern CapeProvince, South Africa.
McEwen, D. (2011). Employee engagement: A Systemicapproach to high employee engagement. Available at: http://www.cgnglobal.com /sites/default/files/ Employee_Engagement_ CGN%20Global.pdf.
Murgianto, V., Sulasmi, S., & Suhermin, M .(2016). The effects of commitment, competence, work satisfaction on motivation, and performance of employees at integrated service office of East Java. International Journal of Advanced Research, 3, Issue -378-396 pg 378-393.
Nguyen, A., Taylor, J & Bradley, S.(2003). Relative pay and job satisfaction: some new evidence. Munich Personal repec Archive.Development and Policies Research Centre.
Osibanjo A.O., Abiodun A.J. & Fadugba, A.O. (2012).Executive perception of the impact offlexitime on organisational performance: evidence from the Nigeria Private Sector. International Journal of Applied Behavioural Economics, IJABE, 1(3), p. 16-27.
Rivai, V. (2011).Manajemen Sumber Daya Manusia untuk Perusahaan: dari Teorike Praktik, Raja Grafindo Persada, Jakarta. th
Rue, L. W. & Byars, L.L., (1996). Supervision: key link to productivity (5 ed.). Chicago: Irwin.
Ryan, N . (2013). Reward schemes for employees and Management. Unpublished Paper.
Ryan, T., & Sagas, M. (2009). Relationships between pay satisfaction, work-family conflict, and coaching turnover intentions.Team Performance Management,15(3/4), 128-140.
Saif-Ud-Din, K., Nawaz, A., & Jan, F. A. (2012). Impact ofDemographic Diversities on the Job Satisfaction and its Consequences: Case of Academicians in Higher LearningInstitutions of Pakistan. Global Journal of Management andBusiness Research, 12(19), 35-43.
Shoaib, M., Noor, A., Tirmizi, S.R., & Bashir, S. (2009). Determinants of Employee Retention in Telecom Sector in Pakistan. Proceedings 2nd CBRC, Lahore, Pakistan.
Ssesanga, K., & Garret, R. (2005). Job satisfaction of UniversityAcademics: Perspectives from Uganda Higher Education. 50(1), 33-56. th
Stoner, J., Edward,R.,& Daniel, G. Jr. (2001).Management 6 Ed., Prentice Hall of India, Private Ltd., New Delhi.
Sutherland, M.M. (2004). Factors affecting the retention of Knowledge Workers. PhD Dissertation, Faculty of Economics and Management Sciences, University of Johannesburg
Templar, R. (2005). The Rules of Management: A Definitive Code for Managerial Success,Prentice Hall,London.
Tibamwenda, J. (2010). Modern Management Theories and Practices- A productivity and profitability Approach, Macmillan Uganda Limited, Uganda.
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2020 Advances in Social Sciences Research Journal

This work is licensed under a Creative Commons Attribution 4.0 International License.
